Implementing the lead user method in a high technology firm: a longitudinal study of intentions versus actions

Olson, Erik L.

doi:10.1016/s0737-6782(01)00111-4

Cited by 171 publications

(137 citation statements)

References 13 publications

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“…The finding also suggests that treating customers as more equal partners in the process increases the chances of product and market success. Therefore, companies must open up their organization to a larger extent, which can be quite a challenge (Olson and Bakke, 2001). Companies should create dialogues with customers during the value co-creation process and meet and communicate with customers in the customers' own environment or through various media, such as social media.…”

Section: Discussionmentioning

confidence: 99%

Customer co‐creation in service innovation: a matter of communication?

Gustafsson

Kristensson

Witell

2012

Journal of Service Management

282

239

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Purpose -Customer co-creation is becoming increasingly popular among companies, and intensive communication with customers is generally seen as a determinant of the success of a new service or product. The purpose of this study is to analyze customer co-creation based on four dimensions of communication -frequency, direction, modality, and content -in order to understand the value of customer co-creation in service innovation. One of the key aims of the study is to investigate whether all dimensions of customer co-creation have an effect on product and market success, and if the effect depends on the degree of innovativeness of a development project. Design/methodology/approach -The authors conducted a study including 334 managers with experience in new service and product development to examine how development projects applied customer co-creation in terms of communication in order to address future customer needs. Data were analyzed using partial least squares (PLS). The first analysis was performed with a sub-sample of 207 development projects regarding incremental innovations. A subsequent analysis was performed with a sub-sample of 77 development projects on radical innovations. Findings -A total of three of the four dimensions of customer co-creation (frequency, direction, and content) have a positive and equally significant effect on product success when developing incremental innovations. For radical innovations, frequency has a positive effect and content has a negative significant effect on product success. These findings suggest that co-creation and innovation can be combined, but that the choice of methods for co-creation differs depending on whether incremental or radical innovations are developed. Originality/value -Despite a general consensus that co-creation with customers is beneficial, there is a lack of agreement regarding how and why. The present article addresses this shortcoming and shows that co-creation is largely about communicating with customers in order to understand their future needs. On the other hand, a company working on radical innovations may wish to limit customer input that is too concrete or solution based.

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Section: Discussionmentioning

confidence: 99%

Customer co‐creation in service innovation: a matter of communication?

Gustafsson

Kristensson

Witell

2012

Journal of Service Management

282

239

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“…Shah (2000) found that the most commercially important equipment innovations in four sporting fields tended to be developed by individual users. It has also been found that commercially attractive products tend to be developed by "lead users" -users that are at the leading edge of important marketplace trends and expect significant benefit from innovating (Urban and von Hippel 1988, Morrison et al 2002, Franke, von Hippel and Schreier 2005, Olson and Bakke 2001.…”

Section: Innovation By Usersmentioning

confidence: 99%

How user innovations become commercial products: A theoretical investigation and case study

Baldwin¹,

Hienerth²,

Hippel³

2006

Research Policy

517

371

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“…While other cited external knowledge sources: competitors, users, suppliers, universities and research institutes have received considerable levels of academic attention concerning their ability to contribute towards an organisations new product development processes (Kaufman et al, 2000;Sobrero and Roberts, 2002;Olson and Bakke, 2001;Lilien et al, 2002;Bonner and Walker, 2004;Dahan and Hauser, 2002;von Hippel and Katz, 2002;Gassmann et al, 2006;Dittrich et al, 2007;Perkmann and Walsh, 2007) we have found little evidence to suggest that the integration of independent inventors within the open innovation business model has received consideration.…”

Section: Introductionmentioning

confidence: 80%

Independent inventors and inbound open innovation: using a resource-based approach to create a tool for screening inventor approaches in order to facilitate technology in-licensing

Smeilus

Harris

Pollard

2013

IJTMKT

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Abstract:Open innovation literature identifies independent inventors as a source of novel external knowledge.This knowledge may be licensed into an organisation in order to supplement internal R&D activity, typically as part of an inbound open innovation strategy. In opening an organisation up to approaches from individuals the capacity of the core team to identify promising licensing opportunities is diminished by the sheer volume and variable quality of approaches received.Based on a survey of 202 UK independent inventors this paper utilises a resource-based approach to identifying the key resources possessed by successful independent inventors. Using this data, we devise a preliminary screening tool to facilitate technology in-licensing from independent inventors.

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Implementing the lead user method in a high technology firm: a longitudinal study of intentions versus actions

Cited by 171 publications

References 13 publications

Customer co‐creation in service innovation: a matter of communication?

Customer co‐creation in service innovation: a matter of communication?

How user innovations become commercial products: A theoretical investigation and case study

Independent inventors and inbound open innovation: using a resource-based approach to create a tool for screening inventor approaches in order to facilitate technology in-licensing

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